New tools are evaluated through a philosophy that prioritizes speed to patient care while protecting quality and trust.<\/p>\n
\u201cWe don\u2019t bring in technology for technology\u2019s sake,\u201d said Jennifer Crabtree<\/a>, senior vice president at Tampa General Hospital and president of the Tampa Medical & Research District. \u201cWe start with a real problem that has already been flagged by our physicians or care teams.\u201d<\/p>\n That philosophy shapes every choice that follows.<\/p>\n When minutes change outcomes<\/p>\n One of the clearest examples is sepsis care.<\/p>\n Sepsis remains the leading cause of death across U.S. health systems, largely because it is difficult to detect before it accelerates, particularly in large, high-acuity hospital environments.<\/p>\n Tampa General <\/a>partnered with Palantir several years ago to build predictive models that identify patients at risk earlier than traditional indicators.<\/p>\n The system blends AI with predictive modeling and alerts care teams while intervention is still possible, placing usable information in clinicians\u2019 hands before deterioration begins.<\/p>\n READ: TAMPA BAY BUSINESS NEWS<\/a><\/p>\n Over the last three years, Tampa General<\/a> has reduced its 48-hour sepsis mortality rate by nearly 70%. More than 700 lives have been saved during that period, according to hospital data.<\/p>\n \u201cThat\u2019s technology giving clinicians information earlier, when decisions still matter,\u201d Crabtree said.<\/p>\n Earlier detection often changes what a night in the ICU looks like. Instead of reacting to rapid decline, teams can intervene before organ failure begins. <\/p>\n For patients, that shift often determines whether care begins in time or arrives too late.<\/p>\n Innovation aimed inward<\/p>\n Innovation<\/a> at Tampa General also targets strain inside the system.<\/p>\n Physician burnout has become a structural issue across health care<\/a>, driven in part by documentation requirements that push charting into late hours, a challenge facing many of the largest employers and health systems across Tampa Bay.<\/p>\n At the same time, recruiting and retaining specialized physicians<\/a> has grown more difficult, especially inside high-acuity systems.<\/p>\n Tampa General examined activity inside its electronic medical record and found a familiar pattern.<\/p>\n High usage during the day. A dip around dinner. Another spike late at night.<\/p>\n Internally, physicians called it pajama time.<\/p>\n READ: TAMPA BAY REAL ESTATE NEWS<\/a><\/p>\n To address it, Tampa General introduced ambient listening tools in select clinics. <\/p>\n With patient consent, the system listens during visits and drafts clinical notes in real time, allowing physicians to focus on conversation rather than screens.<\/p>\n More than 300,000 patient visits have used ambient listening so far. On average, physicians have gained more than 60 minutes per day back for patient care.<\/p>\n \u201cThe physician still reviews everything,\u201d Crabtree said. \u201cThere is always human oversight.\u201d<\/p>\n The technology operates within established clinical workflows, with human review remaining central, reinforcing clinician trust rather than disrupting it.<\/p>\n Efficiency without elimination<\/p>\n Operational pressure also shows up in call centers.<\/p>\n Tampa General recently deployed an AI agent named Amy AI to handle appointment scheduling and routine workflows. The result has been shorter hold times, fewer dropped calls and more appointments successfully scheduled.<\/p>\n Adoption came quickly.<\/p>\n \u201cThere\u2019s a lot of fear about technology taking jobs,\u201d Crabtree said. \u201cWhat we\u2019ve seen is team members leaning into it because they can repurpose their time.\u201d<\/p>\n If the system cannot resolve an issue, calls are automatically routed to a human. The tool is designed to assist, not replace preserving workforce roles while improving access.<\/p>\n The discipline of saying no<\/p>\n Restraint shapes how Tampa General evaluates and scales new technology.<\/p>\n All new technologies move through a centralized governance structure overseen by the health system\u2019s executive vice president and chief innovation and digital officer. <\/p>\n The structure creates a single, consistent entry point for review, approval and scaling across the organization.<\/p>\n Its purpose is clarity.<\/p>\n \u201cWe don\u2019t like to pilot things for years,\u201d Crabtree said. \u201cIf it works, scale it. If it doesn\u2019t, move on.\u201d<\/p>\n READ: TAMPA GENERAL HOSPITAL NEWS<\/a><\/p>\n Inside the organization, the process is referred to as advance work. <\/p>\n Solutions are tested quickly in real clinical environments, assessed for fit and impact, then either expanded or discontinued based on performance.<\/p>\n Tools that cannot integrate into workflows are discontinued. Vendors that cannot scale across a 15,000-person organization do not advance. Initiatives that stall are closed.<\/p>\n Governance meets frequently and adapts in real time, allowing decisions to move without accumulating layers. <\/p>\n Education and adoption are built directly into the process, ensuring teams understand how and why tools are used as they are introduced.<\/p>\n That discipline preserves momentum as the system continues to grow.<\/p>\n Why Tampa can move faster<\/p>\n Geography matters.<\/p>\n Tampa\u2019s health innovation ecosystem is still emerging, which creates advantages that larger markets no longer have. <\/p>\n Decision layers are thinner. Leaders sit closer to execution.<\/p>\n Tampa General\u2019s proximity to USF Health<\/a> and the CAMLS simulation center allows technologies to be tested, trained and deployed in the same physical ecosystem.<\/p>\n![\"Portrait](\"https:\/\/www.newsbeep.com\/us-fl\/wp-content\/uploads\/2026\/02\/Untitled-11-7-1-728x410.jpeg.optimal.jpeg\")
Jennifer Crabtree, senior vice president at Tampa General Hospital and president of the Tampa Medical & Research District.<\/p>\n
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The Center for Advanced Medical Learning and Simulation (CAMLS) in downtown Tampa.<\/p>\n